- TU Berlin

Slideshow of Research Projects
Kerstin Balka
Hamburg University of Technology
Open
Design
Free
=
revealing
Collaborative
Tangible
+
+
development
good
Across different industries
Consumer Electronics
25
20
IT Hardware
Automotive
6
Machinery
6
Pharma & Healthcare
4
Telecommunication
4
Across development stages
14
Prototyping started
32
Production stable
Kerstin Balka, TU Hamburg-Harburg
•
16
First prototypes
Mature
• Planning - Ideas and digital development
• Prototyping started - First physical
11
Planning
3
•
•
prototypes assembled, testing phase
First prototypes - Working prototypes
available, release to community
Production stable - Fully functional
product permanently available on market
Mature - Final development stage
reached, no further development
Jennie Björk
Chalmers University of Technology
Managing Ideation Systems
Jennie Björk
Purpose: Investigate factors that influence ideation systems of large firms
and explore how these systems can be fruitfully managed
RQ1: How do group and network factors influence ideation performance?
RQ2: What managerial actions can be undertaken to influence and
support the ideation system?
Key words:
Ideation, innovation ideas, idea networks, innovation performance
Using:
Social Network Analysis, MATLAB, SPSS, Case studies
Lesley C.P. Broos
University of Twente
Innovating legal regimes
in information infrastructure markets,
respecting (other) public values
Type of
innovation
Influence
on speed
Improvement current
infrastructure
nonprevailing
Introduction new
infrastructure
prevailing
prevailing
nonprevailing
+
Increase
0
speed
of
innovation
-
mr. drs. Lesley C.P. Broos
L.C.P.Broos@utwente.nl
Nov. 2008
Daniela Cojocaru
Politecnico di Milano
Accessing external source of knowledge:
Which challenges for firms’ organizational design
In conducting their innovation processes firms increasingly need to
leverage external sources of knowledge (Chesbrough, 2003)
•Other firms, universities & research centers, communities of users &
developers (i.e. OS communities)
Which challenges for firms’ Organizational Design (OD)? (Colombo et al., 2009)
•Does external sourcing ask for new organizational forms?
ƒ Employees’ empowerment, delegation of decision authority, flat
hierarchies, … (Foss, 2007, Foss et al., 2009)
Intriguing theoretical issues to be tested empirically on relevant proper
test-beds
•Many theoretical contributions but few empirical ones
This research project aims at contributing to this literature by analyzing
OD challenges for firms doing business with Open Source (OS firms)
Phd Student Daniela Cojocaru
Jan-Philip Dunowski
Berlin Institute of Technology
OPTIMIZING COLLABORATIONS WITH PUBLIC RESEARCH
OPTIMIZING COLLABORATIONS WITH PUBLIC RESEARCH
HOW TO GET THE MOST FROM UNIVERSITY RELATIONSHIPS
HOW TO GET THE MOST FROM UNIVERSITY RELATIONSHIPS
Collaborative
Research
Development
Commercialization
General Research Questions:
1. How do companies strategically collaborate with external research partners?
2. How do they institutionalize university industry collaboration? 3. Which barriers occur during a collaboration project and how can they be overcome?
4. Which transfer instruments have been proven to be successful for the implementation of collaboration project results into new product development?
Berlin Institute of Technology Technical University of Denmark
Burcu Felekoglu
University of Cambridge
2nd Conference
Dynamic Interaction System to Manage NPD
SOFT PHASE
HARD PHASE
BOUNDARY
PEOPLE
BOUNDARY
OBJECTS
UNIVERSITY OF
CAMBRIDGE
DYNAMIC
INTERACTION /
COMMUNICATION
SYSTEM
BOUNDARY
ACTIVITIES
Burcu Felekoglu
Centre for Technology Management
Daniel Holle
University of Regensburg
Everyday:
Once in a lifetime:
Product
Development
UC Berkeley Institute of Design
Telecom, Internet
& Media markets
How to become a visiting
scholar in the US
Convergence
First hand experiences and
tips to share
Daniel Holle (University of
Regensburg)
Thomas Hordern
Chalmers University of Technology
Context not custom.
Developing Innovative Capabilities to go Green through
Design.
Green innovation is viewed as a particular dimension of radical innovation with
the focus on how to identify and develop innovative capabilities within an
organisation utilising the design function.
“Make BETTER products, not make existing product better”
Thomas Hordern
Chalmers University of Technology
Katharina Kalogerakis
Hamburg University of Technology
Innovative Analogies in Product Development
Near Product Analogy
Research questions:
slide coating
sports
sports
•Underlying principles of working
with analogies
•Search strategies for inventive
analogies
Far Product Analogy
material and form
sports
medical technology
•Factors influencing the use of
analogies in product development
projects
•Effects of analogies:
Non-Product Analogy
1. innovativeness
2. project efficiency
3. communicative effects
structural
characteristics
of the skin
nature
Katharina Kalogerakis
sports
Hamburg University of Technology
Lukasz Kawczynski
Politecnico di Milano
Value chain in a service industry:
A study of a health care.
Value within health care (proposed definition) is a
relation of medical recovery progress or
acknowledge of medical state, under the way the
product and / or service was delivered, to the
expectations, time and overall costs associated with
obtaining medical products and / or services
received.
© Lukasz Kawczynski
Jan-Niklas Keltsch
University of Cambridge
Managing Technology: The Link to Business Strategy and Operations
The research illustrated: Managing technology in accordance with the business model
1. Analyse the business model
Standard technology management systems
3. Implement
the technology
management
system
Jan‐Niklas Keltsch, Centre for Technology Management
2. Tailor the
technology
management
system
20/05/2009
Björn Kijl
University of Twente
Björn Kijl – Research Interests
Designing business models for the deployment of Internet service innovations
•
Projects / cases
– EU IST‐FP6/NOKIA project MobiLife (4G mobile services)
– EU eTEN project Myotel (eHealth service)
– Own investment research boutique (information service)
Alexander Kock
Berlin Institute of Technology
Are more innovative products more successful?
Research Question:
What is the impact of product innovativeness on new product success?
Method:
•Quantitative meta-analysis of 49 empirical studies
•Longitudinal survey of 70 substantial product innovations
(cross-industry, two informants, two points in time 18 months apart)
Main Results:
Success
•Product innovativeness is multidimensional
•Different dimensions of innovativeness
have distinct impacts on success
•Overall relationship is inverted u-shaped
ÆThere is an optimal degree of innovativeness
Alexander Kock
Berlin Institute of Technology
Degree of Innovativeness
Viktor Lee
Hamburg University of Technology
Viktor Lee, TUHH: Open Source Innovation
Technology and Innovation Management
Who are OS-community-members?
• What is the background of OS-community-members? (age, sex, education, profession etc.)
• Are there clusters of members within the community?
• Do different member clusters have different preferences regarding functional tasks?
Key
questions
Relevance
of research
field
Methodology
How can the contribution of community-members to the project be evaluated and how could
companies profit from that?
• Is the contribution of members in the OS-value-chain measurable? (e.g. monetary units)
• What is the role and contribution of different community clusters to the OS-prject?
• Is a strategic development of the composition of a OS-community reasonable? (marketing etc.)
The right composition of a OS-community as well as a thorough understanding of the members will be a key
success factor in creating a prosperous OS-project. Those companies that are able to win the best talents to
join their OS-community with efficient measures will succeed in market. Detailed researches on the
background and contribution of OS-communities have not been executed so far.
• Interviews with OS-communities (qualitative identifikation of hypothesis and preliminary clusters)
• Survey of OS-community-members (quantitative measurement and avaluation of OS-communities)
Prof. Dr. C. Herstatt
TUHH
AB Technology- and Innovation Management
Marcus Linder
Chalmers University of Technology
Marcus Linder, Chalmers
Daniela Linke
Berlin Institute of Technology
Technology integration - What are the key success factors for
technology transfer in university-industry collaboration?
Motivation
Influencing
factors
Key
Question
ƒ Increasingly, firms don’t rely solely on product development through in-house
approaches. Furthermore, they are turning to external resources to acquire
technological knowledge they need. The full potential of this knowledge can
only be deployed, if a successful transfer of research results to the operating
units can be assured and appropriate management attention can be created.
ƒ Cognitive proximity (absorptive capacity, level of education, area of
expertise, etc.)
ƒ Normative proximity (strategic fit of project topic, innovation culture, etc.)
ƒ Organizational proximity (time frames, reward systems,etc.)
ƒ Project complexity (degree of innovativeness, number and background of
involved partners, etc.)
ƒ Since, there are a certain number of factors influencing technology transfer
there is not a single successful transfer approach which can apply to all
project types and all kinds of R&D project results. So what are the
appropriate transfer tools for which form of collaboration?
Robert Lorenz
Berlin Institute of Technology
My research is on service innovation
Hot research topics
Sandor Lowik
University of Twente
Sandor Lowik
How can cognitive distance as a barrier for
radical innovations be overcome?
Nooteboom et al, 2007
?
Sarah Lubik
University of Cambridge
Commercializing Advanced Materials from
University Spin-Outs
Scaled up
production
n Other
Intermediaries
Final customer
Manufacturing
Licensees
Outside Sources
(Investment, Gov’t, etc)
Science
Base
Demonstration of
Value in Specific
Application
Resource
Building Cycle
OEM
Co-producer
Distributor
(& complementary
assets)
(1)
Resource Base
(2)
Business
Idea
Create
Value
Next Cycle/Exit
Value Capture
Sarah Lubik (sjl69@cam.ac.uk)
Centre for Technology Management
Institute for Manufacturing, Cambridge University
Mill Lane, Cambridge UK CB21RX
Martina Mansfeld
Berlin Institute of Technology
Research Project Martina Mansfeld:
Identification of Innovation Promotors
Identification of personality
traits distinguishing highly
innovative employees
Measuring the extend of
competences distinguishing
highly innovative employees
Measuring the influence of the company’s culture,
processes and structure on employees in R&D projects
© 2009, Lehrstuhl für Innovations- und Technologiemanagement, TU Berlin
2nd EITIM Doc Conference, May 7-9 2009, Gothenburg, Sweden
Christoph Mirow
Berlin Institute of Technology
Christoph Mirow
What internal factors hinder companies in turning innovative ideas in
successful products?
How do employees perceive the innovation process, and what restrains
them?
What can companies do in order to improve the work environment for
innovators and thereby increase the chances of successfully developing
new products?
© 2008 Lehrstuhl für Technologie- und Innovationsmanagement, TU Berlin
43
Johann Jakob Napp
University of Cambridge
Strategic Value of External CVC Investments
Leveraging
own technologies
Expansion of
markets
Parent
firm
Product-related value
Complementary
technologies
Exploitational value
Centre for Technology Management
Complementary
technologies
Leveraging
own technologies
Start-up
Access to market
Facilitation of
Window on
technology
Options
CVC
unit
J.J. Napp | Centre for Technology Management | jjn28@cam.ac.uk
Company-related value
Market
knowledge
Explorational value
value transfer
Management
advice
Operational
support
Reputation
Wilhelm Nehring
Berlin Institute of Technology
Gothenburg 2nd EITIM Doc Conference – May 8/9, 2009
Resource Allocation and Capacity Controlling in Global Engineering
Networks
Bid
Preparation
Basic
Engineering
Step1:
Engineering
Process (Mgmt)
Detail
Engineering
Procurement
Construction
Supervision
Germany
• Project management
• Basic Engineering
• Procurement
Step2:
Std. Engineering
Procedures
Commissioning
Services
This thesis evaluates a
systematic planning and
controlling approach to develop
interlinked global engineering
networks in respect of:
• Global network structures
• cross functional networks
Step3:
Work Packages /
detailed lists
Step4:
Allocation of
capacities
• Cross boundary resource
management
Egypt
• Assembly
• Commissioning
• Split of work methodologies
India
• Detail
Engineering
Berlin Institute of Technology
Chair of H.G. Gemünden
Wilhelm Nehring
• Performance measurement
• Transaction costs
Uwe Obermeier
University College Dublin
Okan Pala
Sabanci University
The Effect of CTO on Company Performance
Human Capital
Factor:
Educational Level
CTO Roles:
Decisional Roles
Informational Roles
Company
Performance
Social Capital Factors:
Hierarchical Level
Extent of Netwroking
Control Variables:
Company Size
Industry
Tanja Petersen
Berlin Institute of Technology
Passive
Upward Influence
Resources
Cooperation
Lateral Influence
Processes
Goal clarity
Personal
Positional
2nd EITIM Doc Conference, Gothenburg 2009 ‐ Tanja Petersen, TU Berlin
Lorenzo Pirelli
Politenico di Milano
Lorenzo Pirelli – Politecnico di Milano – lorenzo.pirelli@polimi.it
Research Topic: How to design hybrid organizations/networks
1) Building a conceptual framework through exploratory research:
- to clarify the rationale for networks existence and emergence, their
dynamics (catalyzing agents, strategies to lock-in commitments)
- to hypothesize relations between members’ heterogeneity and network
characteristics and members’ scientific/technological productivity
2) Identify key issues in designing
such organizations/networks:
Network/
K-transfer
effectiveness
?
- governance, financing and incentive
system, geographical layout,
formalization, role of partners and
participants’ selection criteria…
3) Investigating the relative
importance of key issues:
- understand why some kind of
networks are more effective in
Members’ heterogeneity,
enhancing members’ scientific and
mobility, cognitive distance,
technological productivity
degree of formalization,
governance centralization
Volker Presse
Berlin Institute of Technology
ƒ Service Innovations within the
ICT sector
ƒ Investigating challenges, barriers,
and actors along the innovation
process
57
Diederik Rothengatter
University of Twente
Shuan SadreGhazi
United Nations University
Nurturing Innovation in the
Context of Poverty
Shuan Sadre Ghazi
ghazi@merit.unu.edu
•Promoting pro-development innovation
•Inclusive business models
•Platform creation
3 Feb 2009
Christian Sandström
Chalmers University of Technology
Tim Schweisfurth
Hamburg University of Technology
EITIMdoc Conference 2009
Tim Schweisfurth
User
Marketing
Product
Development
Prof. Dr. C. Herstatt
TUHH
AB Technology- and Innovation Management
Jaime E. Souto Perez
University College Dublin
STRATEGIC DIMENSION OF THE INNOVATION AND
GROWTH FOR BUSINESS DEVELOPMENT
•
In a dynamic context, enterprises development process involve
several factors, innovation and growth strategies work on them to
achieve the proposal goals. Those two strategies must be properly
interconnected to direct the learning process toward company vision,
making desired firm development possible.
•
The development obtained through link growth and innovation
strategies demolish constantly the boundaries that limit the company.
This is probably the unique way to survive and grow in the long term.
•
Two assumptions emerge from here: one is the idea that understands
innovation as a growth factor, and the second states the necessity of
growth in certain direction in order to achieve some innovations.
University College Dublin
Jaime E. Souto Perez
John Stevens
University of Cambridge
Frank Tietze
Hamburg University of Technology
Institute for Technology and Innovation Management
Prof. Dr. C. Herstatt
Hamburg University of Technology, Germany
Exploiting Intellectual Property via Intermediaries
The Case of Patent Auctions
From a wide
scope to a sp
ecific focus
1
A holistic framework for
3 Focus on Auctions as one TMI type
external technology exploitation (ETE) a) Generic auction ETE process
2
b) 4 mini case studies of sold IP assets (pate
Typology of Tech. Market Intermediaries
c) Quantitative analysis of auctioned patents
1
Technology Market Intermediaries
2
Technologies as traded assets
3
Seller
Buyer
transaction process
Demand / acquisition side
© Frank Tietze
Supply / exploitation side
Markets for technology
Member of the
European Institute for Technology and Innovation Management
Cambridge, 7/8.11.2008
70
Rajnish Tiwari
Hamburg University of Technology
Globalization of Corporate Innovation
The shift from “International R&D” to “Global Innovation”
Rajnish Tiwari / TIM @ Hamburg University of Technology
THE END
Now it’s time for some coffee…